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Associated Press
06-08-2025
- Business
- Associated Press
Coupa's New Tariff Planning & Modeling App Safeguards Margins and Minimizes Disruption
Data-backed, strategic supply chain design and planning app enables global customers to swiftly pivot in response to global trade policy shifts and market uncertainty FOSTER CITY, Calif., Aug. 6, 2025 /PRNewswire/ -- Coupa, the leading AI platform for total spend management, announces its Tariff Impact Planning (TIP) app, part of Coupa's Supply Chain Solutions suite, designed to help businesses navigate global trade and tariff policies and ensure profitability amidst widespread uncertainty. In today's volatile landscape, more than 50% of CEOs identify trade wars as the leading geopolitical risk for 2025. As organizations seek a structured approach to quantify the impacts of tariffs on cost and operations, Coupa's Supply Chain Solutions enable leaders to seamlessly build tariff-optimized supply chains that assess current networks, future implications, and alternate strategies to balance tariff reduction, operational efficiency, and protect bottom-lines. Whether businesses are forced to rethink sourcing, manufacturing, logistics, supply networks – or all the above – Coupa's Tariff Impact Planning app, known as TIP, literally offers insights and tips needed for businesses to respond dynamically to safeguard margins and minimize disruption. 'Since the fall of the Berlin Wall, the world briefly experienced a unique moment without competing global powers. But today, with the U.S. and China wielding economic tools as diplomatic levers—and Europe emerging as a potential third pole—it appears the era of free trade has shifted to a contest over evolving definitions of 'fair trade.' For supply chain leaders, this means recent tariffs aren't a short-term anomaly—they're part of a long-term norm. Hoping for a sudden change to this trend is risky. Instead, leaders need to look to sophisticated automation and technology, like Coupa's Tariff Impact Planning app, to gain the necessary visibility, model complex scenarios, and make data-backed decisions that safeguard margins and minimize disruption,' said Nick Banich, Chief Revenue Officer at Miebach. Key features of the TIP app include: 'A lasting trade war could be a black swan event with seismic impacts to supply chains, the likes of which we haven't seen since the COVID-19 pandemic,' said Dean Bain, SVP and GM, Supply Chain, Coupa. 'As we've seen before, supply chains are extremely fragile, and the potential for severe disruptions create dramatic downstream business challenges for each of our customers. With these new tools Coupa is helping companies create an adaptive strategy that suits their unique business model, protecting margins and maintaining their competitive edge even amid ongoing volatility.' Coupa's supply chain modeling helps businesses navigate value-added activities and duty drawbacks by tracking the movement of goods. Businesses can evaluate the cumulative impact of tariffs across all stages of the supply chain and determine the most effective response for potential costs increases. Learn more about Tariff Impact Planning (TIP) app and how to reduce tariff impacts on your supply chains. To learn more about Coupa's Supply Chain Solutions, visit Additional Resources About Coupa Coupa is the leading AI platform for total spend management. Using its trusted, community-generated, $8 trillion dataset, Coupa brings autonomous AI agents, a network of 10M+ buyers and suppliers, and leading apps together on one unified platform to seamlessly automate the buying process and connect to customers in a whole new way. With Coupa, you'll make margins multiply™. Learn more at and follow us on LinkedIn and X (Twitter). View original content to download multimedia: SOURCE Coupa Software
Yahoo
29-07-2025
- Business
- Yahoo
UPS Volume Takes A Hit On Tariff-Induced Weakness, Withholds Annual Outlook
United Parcel Service Inc. (NYSE: UPS posted second-quarter results Tuesday that beat revenue expectations but narrowly missed the consensus earnings estimate, as the shipping giant continues to navigate a complex global trade environment. The Atlanta-based logistics giant posted adjusted earnings per share of $1.55, narrowly missing the consensus estimate of $1.57. Revenue was $21.2 billion, beating the expected $20.87 billion. Operating profit for the quarter totaled $1.8 billion, or $1.9 billion on an adjusted basis. The adjusted consolidated operating margin rose to 8.8%, up from 8.2% in the first the U.S. Domestic segment, revenue fell 0.8% year over year to $14.08 billion, driven by lower package volumes. The adjusted operating margin remained steady at 7% compared to last year's quarter. The International segment generated $4.49 billion in revenue, up 2.6% from a year ago, fueled by a 3.9% increase in average daily volume. However, the adjusted operating margin fell to 15.2%, down from 18.9% a year earlier. Supply Chain Solutions revenue dropped 18.3% to $2.65 billion, mainly due to the prior-year divestiture of freight brokerage unit Coyote. Still, the segment's adjusted operating margin improved to 8%, from 7.5% in the second quarter of 2024. For the first half of 2025, UPS reported operating cash flow of $2.67 billion and free cash flow of $742 million. The company reported a 6.1% increase in GAAP cost per piece to $12.18, or $12.12 on an adjusted basis, up 5.6% year over year. U.S. daily volume declined to 16.6 million packages. View more earnings on UPS 'We are making meaningful progress on our strategic initiatives,' said CEO Carol Tomé, praising UPS employees for navigating a 'dynamic and evolving trade environment.' The company is undergoing a multi-year transformation effort to streamline its operations and cost structure. Transformation 2.0, Fit to Serve, and Network Reconfiguration programs include workforce reductions, technology upgrades, and facility closures. UPS expects to save $3.5 billion through these initiatives in 2025, with $400 million to $650 million in related expenses. Key Takeaways From Earnings Call During the earnings conference call, the CEO of UPS highlighted several key factors impacting the company's performance. A significant point of discussion was the China to U.S. trade lane, which UPS is actively monitoring. The CEO noted that a year-over-year drop in average daily volume in this lane was directly attributed to the increased tariffs and the elimination of de minimis exceptions. UPS CFO noted that U.S. trade policy changes during the quarter resulted in a 34.8% decline on the China to U.S. lane in May and June, a figure described as 'higher than we expected.' Furthermore, the CEO reportedly addressed the domestic U.S. market, stating that the U.S. small package market was unfavorably impacted by U.S. consumer sentiment that was near historic lows. This indicates a broader economic headwind affecting consumer spending and, consequently, package delivery volumes within the United States. UPS said that its low-cost Ground Saver product experienced a significant year-over-year volume drop of 23%. This decline was partly attributed to fewer Amazon delivery reductions, suggesting a shift in Amazon's delivery strategies impacting UPS's Ground Saver service. Regarding the ongoing relationship with Amazon, the CFO stated an expectation to accelerate the pace of Amazon volume decline to approximately 30% year-over-year in each of the third and fourth quarters. Looking ahead, the CEO also commented on the upcoming peak season, noting that customers have not yet shared their peak season plans. This delay is likely due to uncertainty over U.S. trade policies. Outlook Due to ongoing macroeconomic uncertainty, UPS withheld revenue and profit guidance for 2025. However, the company reaffirmed key financial targets, including $3.5 billion in cost savings from its ongoing network reconfiguration and Efficiency Reimagined initiatives. Capital expenditures remain projected at $3.5 billion, while dividend payments are expected to total $5.5 billion, subject to board approval. Share buybacks of $1 billion have already been completed. Price Action: UPS shares are trading lower by 5% at $96.50 premarket at last check Tuesday. Read Next:Photo via Shutterstock Up Next: Transform your trading with Benzinga Edge's one-of-a-kind market trade ideas and tools. Click now to access unique insights that can set you ahead in today's competitive market. Get the latest stock analysis from Benzinga? UNITED PARCEL SERVICE (UPS): Free Stock Analysis Report This article UPS Volume Takes A Hit On Tariff-Induced Weakness, Withholds Annual Outlook originally appeared on © 2025 Benzinga does not provide investment advice. All rights reserved. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
29-07-2025
- Business
- Yahoo
UPS Releases 2Q 2025 Earnings
Consolidated Revenues of $21.2B Consolidated Operating Margin of 8.6%; Non-GAAP Adjusted* Consolidated Operating Margin of 8.8% Diluted EPS of $1.51; Non-GAAP Adj. Diluted EPS of $1.55 On Track With Full-Year Savings Target From Network Reconfiguration and Efficiency Reimagined Initiatives ATLANTA, July 29, 2025--(BUSINESS WIRE)--UPS (NYSE:UPS) today announced second-quarter 2025 consolidated revenues of $21.2 billion. Consolidated operating profit was $1.8 billion; $1.9 billion on a non-GAAP adjusted basis. Diluted earnings per share were $1.51 for the quarter; non-GAAP adjusted diluted earnings per share were $1.55. For the second quarter of 2025, GAAP results include a net charge of $29 million, or $0.04 per diluted share, comprised of after-tax transformation strategy costs of $57 million, partially offset by a $15 million gain from the divestiture of a business within Supply Chain Solutions and a $13 million benefit from the partial reversal of an income tax valuation allowance. "I want to thank all UPSers for their dedication and hard work in what continues to be a dynamic and evolving trade environment," said Carol Tomé, UPS chief executive officer. "Our second quarter results reflect both the complexity of the landscape and the strength of our execution. We are making meaningful progress on our strategic initiatives, and we're confident these actions are positioning the company for stronger long-term financial performance and enhanced competitive advantage." U.S. Domestic Segment† 2Q 2025 Non-GAAP Adjusted 2Q 2025 2Q 2024 Non-GAAP Adjusted 2Q 2024 Revenue $14,083 M $14,201 M Operating profit $916 M $982 M $988 M $996 M Revenue declined 0.8%, primarily driven by the expected decline in volume, partially offset by increases in air cargo and revenue per piece. Operating margin was 6.5%; non-GAAP adjusted operating margin was 7.0%. International Segment 2Q 2025 Non-GAAP Adjusted 2Q 2025 2Q 2024 Non-GAAP Adjusted 2Q 2024 Revenue $4,485 M $4,370 M Operating profit $672 M $682 M $718 M $824 M Revenue increased 2.6%, driven by a 3.9% increase in average daily volume. Operating margin was 15.0%; non-GAAP adjusted operating margin was 15.2%. Supply Chain Solutions1 † 2Q 2025 Non-GAAP Adjusted 2Q 2025 2Q 2024 Non-GAAP Adjusted 2Q 2024 Revenue $2,653 M $3,247 M Operating profit $234 M $212 M $238 M $244 M ¹ Consists of operating segments that do not meet the criteria of a reportable segment under ASC Topic 280 – Segment Reporting. Revenue declined 18.3%, primarily due to the impact from the third quarter 2024 divestiture of Coyote. Operating margin was 8.8%; non-GAAP adjusted operating margin was 8.0%. 2025 Outlook Given the current macro-economic uncertainty, the company is not providing revenue or operating profit guidance, but confirms the following for the full year 2025: Capital expenditures of approximately $3.5 billion Dividend payments expected to be around $5.5 billion, subject to Board approval Effective tax rate of approximately 23.5% $1.4 billion in pension contributions (of which $921 million have been made) Share repurchases of around $1.0 billion, which have been completed $3.5 billion in expected expense reductions due to its network reconfiguration and Efficiency Reimagined initiatives * "Non-GAAP Adjusted" or "Non-GAAP Adj." amounts are non-GAAP adjusted financial measures. See the appendix to this release for a discussion of non-GAAP adjusted financial measures, including a reconciliation to the most closely correlated GAAP measure. † Certain prior year amounts have been reclassified to conform to the current year presentation, including the recast of air cargo results to U.S. Domestic, with no change to consolidated results. Certain amounts are calculated based on unrounded numbers. Conference Call Information UPS CEO Carol Tomé and CFO Brian Dykes will discuss second-quarter results with investors and analysts during a conference call at 8:30 a.m. ET, July 29, 2025. That call will be open to others through a live Webcast. To access the call, go to the UPS Investor Relations page and click on "Earnings Conference Call." Additional financial information is included in the detailed financial schedules being posted on under "Quarterly Earnings and Financials" and as furnished to the SEC as an exhibit to our Current Report on Form 8-K. About UPS UPS (NYSE: UPS) is one of the world's largest companies, with 2024 revenue of $91.1 billion, and provides a broad range of integrated logistics solutions for customers in more than 200 countries and territories. Focused on its purpose statement, "Moving our world forward by delivering what matters," the company's approximately 490,000 employees embrace a strategy that is simply stated and powerfully executed: Customer First. People Led. Innovation Driven. UPS is committed to reducing its impact on the environment and supporting the communities we serve around the world. More information can be found at and Forward-Looking Statements This release, our Annual Report on Form 10-K for the year ended December 31, 2024 and our other filings with the Securities and Exchange Commission contain and in the future may contain "forward-looking statements". Statements other than those of current or historical fact, and all statements accompanied by terms such as "will," "believe," "project," "expect," "estimate," "assume," "intend," "anticipate," "target," "plan," and similar terms, are intended to be forward-looking statements. From time to time, we also include written or oral forward-looking statements in other publicly disclosed materials. Forward-looking statements may relate to our intent, belief, forecasts of, or current expectations about our strategic direction, prospects, future results, or future events; they do not relate strictly to historical or current facts. Management believes that these forward-looking statements are reasonable as and when made. However, caution should be taken not to place undue reliance on any forward-looking statements because such statements speak only as of the date when made and the future, by its very nature, cannot be predicted with certainty. Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from our historical experience and our present expectations or anticipated results. These risks and uncertainties include, but are not limited to: changes in general economic conditions in the U.S. or internationally, including as a result of changes in the global trade policy and new or increased tariffs; significant competition on a local, regional, national and international basis; changes in our relationships with our significant customers; our ability to attract and retain qualified employees; strikes, work stoppages or slowdowns by our employees; increased or more complex physical or operational security requirements; a significant cybersecurity incident, or increased data protection regulations; our ability to maintain our brand image and corporate reputation; impacts from global climate change; interruptions in or impacts on our business from natural or man-made events or disasters including terrorist attacks, epidemics or pandemics; exposure to changing economic, political, regulatory and social developments in international and emerging markets; our ability to realize the anticipated benefits from acquisitions, dispositions, joint ventures or strategic alliances; the effects of changing prices of energy, including gasoline, diesel, jet fuel, other fuels and interruptions in supplies of these commodities; changes in exchange rates or interest rates; our ability to accurately forecast our future capital investment needs; increases in our expenses or funding obligations relating to employee health, retiree health and/or pension benefits; our ability to manage insurance and claims expenses; changes in business strategy, government regulations or economic or market conditions that may result in impairments of our assets; potential additional U.S. or international tax liabilities; increasingly stringent regulations related to climate change; potential claims or litigation related to labor and employment, personal injury, property damage, business practices, environmental liability and other matters; and other risks discussed in our filings with the Securities and Exchange Commission from time to time, including our Annual Report on Form 10-K for the year ended December 31, 2024, and subsequently filed reports. You should consider the limitations on, and risks associated with, forward-looking statements and not unduly rely on the accuracy of predictions contained in such forward-looking statements. We do not undertake any obligation to update forward-looking statements to reflect events, circumstances, changes in expectations, or the occurrence of unanticipated events after the date of those statements, except as required by law. The Company routinely posts important information, including news releases, announcements, materials provided or displayed at analyst or investor conferences, and other statements about its business and results of operations, that may be deemed material to investors on the Company's Investors Relations website at The Company uses its website as a means of disclosing material, nonpublic information and for complying with the Company's disclosure obligations under Regulation FD. Investors should monitor the Company's Investor Relations website in addition to following the Company's press releases, filings with the SEC, public conference calls and webcasts. We do not incorporate the contents of any website into this or any other report we file with the SEC. Reconciliation of GAAP and Non-GAAP Adjusted Financial Measures We supplement the reporting of our financial information determined under generally accepted accounting principles ("GAAP") with certain non-GAAP adjusted financial measures. Management views and evaluates business performance on both a GAAP basis and by excluding costs and benefits associated with these non-GAAP adjusted financial measures. As a result, we believe the presentation of these non-GAAP adjusted financial measures better enables users of our financial information to view and evaluate underlying business performance from the same perspective as management. Non-GAAP adjusted financial measures should be considered in addition to, and not as an alternative for, our reported results prepared in accordance with GAAP. Our non-GAAP adjusted financial measures do not represent a comprehensive basis of accounting and therefore may not be comparable to similarly titled measures reported by other companies. Forward-Looking Non-GAAP Adjusted Financial Measures From time to time when presenting forward-looking non-GAAP adjusted financial measures, we are unable to provide quantitative reconciliations to the most closely correlated GAAP measure due to the uncertainty in the timing, amount or nature of any adjustments, which could be material in any period. Expense for Regulatory Matter We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of an expense to settle a regulatory matter. We do not believe this is a component of our ongoing operations and we do not expect this or similar payments to recur. One-Time Payment for International Regulatory Matter We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of a payment to settle a previously-disclosed international tax regulatory matter. We do not believe this payment was a component of our ongoing operations and we do not expect this or similar payments to recur. Transformation Strategy Costs We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of charges related to activities within our transformation strategy. Our transformation strategy activities have spanned several years and are designed to fundamentally change the spans and layers of our organization structure, processes, technologies and the composition of our business portfolio. Our transformation strategy includes initiatives within our Transformation 2.0, Fit to Serve, and Network Reconfiguration and Efficiency Reimagined programs. Various circumstances have precipitated these initiatives, including developments and changes in competitive landscapes, inflationary pressures, consumer behaviors, and other factors including post-COVID normalization and volume diversions attributed to our 2023 labor negotiations. Our transformation strategy has included the following programs and initiatives: Transformation 2.0: We identified opportunities to reduce spans and layers of management, began a review of our business portfolio and identified opportunities to invest in certain technologies, including financial reporting and certain schedule, time and pay systems, to reduce global indirect operating costs, provide better visibility, and reduce reliance on legacy systems and coding languages. Costs associated with Transformation 2.0 have primarily consisted of compensation and benefit costs related to reductions in our workforce and fees paid to third-party consultants. We expect any remaining costs to be incurred during 2025. Fit to Serve: We undertook our Fit to Serve initiative with the intent to right-size our business to create a more efficient operating model that was more responsive to market dynamics through a workforce reduction of approximately 14,000 positions, primarily within management. Fit to Serve is expected to conclude in 2025. Network Reconfiguration and Efficiency Reimagined: Our Network of the Future initiative is intended to enhance the efficiency of our network through automation and operational sort consolidation in our U.S. Domestic network. In connection with our anticipation of lower volumes from our largest customer, we began our Network Reconfiguration, which is an expansion of Network of the Future and will lead to consolidations of our facilities and workforce as well as an end-to-end process redesign. We launched our Efficiency Reimagined initiatives to undertake the end-to-end process redesign effort which will align our organizational processes to the network reconfiguration. We expect to reduce our operational workforce by approximately 20,000 positions during 2025. We closed daily operations at 74 leased and owned buildings by June 30. We continue to review expected changes in volume in our integrated air and ground network to identify additional buildings for closure. We anticipate $3.5 billion of total cost savings will be achieved from Network Reconfiguration and Efficiency Reimagined in 2025. In connection with the Network Reconfiguration and Efficiency Reimagined programs described above, we expect to record between $400 and $650 million in non-GAAP adjusted expense during 2025, related primarily to third-party consulting fees, employee separation benefits, and certain programmatic expenses. We expect the costs associated with these actions may increase should we determine to close additional buildings. In addition, we believe that workforce reductions may require a remeasurement of defined benefit plan benefit obligations and assets during 2025. We are not yet able to estimate the timing or potential impact of such an event. We do not consider the related costs to be ordinary because each program involves separate and distinct activities that may span multiple periods and are not expected to drive incremental revenue, and because the scope of the programs exceeds that of routine, ongoing efforts to enhance profitability. These initiatives are in addition to ordinary, ongoing efforts to enhance business performance. Goodwill and Asset Impairments We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of goodwill and certain asset impairment charges, including impairments of long-lived assets and equity method investments. We do not consider these charges when evaluating the operating performance of our business units, making decisions to allocate resources or in determining incentive compensation awards. Gains and Losses Related to Divestitures We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of gains (or losses) related to the divestiture of businesses. We do not consider these transactions to be a component of our ongoing operations, nor when evaluating the operating performance of our business units, making decisions to allocate resources or in determining incentive compensation awards. Reversal of Income Tax Valuation Allowance We previously recorded non-GAAP adjustments for transactions that resulted in capital loss deferred tax assets not expected to be realized. We now expect a portion of these capital losses to be realized in future periods. We supplement our presentation with non-GAAP adjusted financial measures that exclude the impact of subsequent changes in the valuation allowances against these deferred tax assets as we believe such treatment is consistent with how the valuation allowance was initially established. Non-GAAP Adjusted Cost per Piece We evaluate the efficiency of our operations using various metrics, including non-GAAP adjusted cost per piece. Non-GAAP adjusted cost per piece is calculated as non-GAAP adjusted operating expenses in a period divided by total volume for that period. Because non-GAAP adjusted operating expenses exclude costs or charges that we do not consider a part of underlying business performance when monitoring and evaluating the operating performance of our business units, making decisions to allocate resources or in determining incentive compensation awards, we believe this is the appropriate metric on which to base reviews and evaluations of the efficiency of our operational performance. Free Cash Flow We calculate free cash flow as cash flows from operating activities less capital expenditures, proceeds from disposals of property, plant and equipment, and plus or minus the net changes in other investing activities. We believe free cash flow is an important indicator of how much cash is generated by our ongoing business operations and we use this as a measure of incremental cash available to invest in our business, meet our debt obligations and return cash to shareowners. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Three Months Ended June 30, (amounts in millions) 2025 2025 Operating Profit (GAAP) $ 1,822 Operating Margin (GAAP) 8.6 % Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (18 ) Business portfolio review (0.1 )% Financial systems 15 Financial systems 0.1 % Transformation 2.0 total (3 ) Transformation 2.0 total — % Fit to Serve 9 Fit to Serve — % Network Reconfiguration and Efficiency Reimagined 68 Network Reconfiguration and Efficiency Reimagined 0.3 % Total Transformation Strategy Costs 74 Total Transformation Strategy Costs 0.3 % Gain on Divestiture (1) (20 ) Gain on Divestiture (1) (0.1 )% Non-GAAP Adjusted Operating Profit $ 1,876 Non-GAAP Adjusted Operating Margin 8.8 % (1) Reflects pre-tax gain of $20 million on the divestiture of a business within Supply Chain Solutions. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Three Months Ended June 30, (amounts in millions) 2025 Income Tax Expense (GAAP) $ 379 Transformation Strategy Costs: Transformation 2.0 Business portfolio review (5 ) Financial systems 4 Transformation 2.0 total (1 ) Fit to Serve 2 Network Reconfiguration and Efficiency Reimagined 16 Total Transformation Strategy Costs 17 Gain on Divestiture (1) (5 ) Reversal of Income Tax Valuation Allowance (2) 13 Non-GAAP Adjusted Income Tax Expense $ 404 (1) Reflects pre-tax gain of $20 million on the divestiture of a business within Supply Chain Solutions. (2) Reflects the partial reversal of an income tax valuation allowance. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Three Months Ended June 30, (amounts in millions) 2025 2025 Net Income (GAAP) $ 1,283 Diluted Earnings Per Share (GAAP) $ 1.51 Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (13 ) Business portfolio review (0.01 ) Financial systems 11 Financial systems 0.01 Transformation 2.0 total (2 ) Transformation 2.0 total — Fit to Serve 7 Fit to Serve 0.01 Network Reconfiguration and Efficiency Reimagined 52 Network Reconfiguration and Efficiency Reimagined 0.07 Total Transformation Strategy Costs 57 Total Transformation Strategy Costs 0.08 Gain on Divestiture (1) (15 ) Gain on Divestiture (1) (0.02 ) Reversal of Income Tax Valuation Allowance (2) (13 ) Reversal of Income Tax Valuation Allowance (2) (0.02 ) Non-GAAP Adjusted Net Income $ 1,312 Non-GAAP Adjusted Diluted Earnings Per Share $ 1.55 (1) Reflects pre-tax gain of $20 million and related tax effect on the divestiture of a business within Supply Chain Solutions. (2) Reflects the partial reversal of an income tax valuation allowance. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Three Months Ended June 30, (amounts in millions) 2024 2024 Operating Profit (GAAP) $ 1,944 Diluted Earnings Per Share (GAAP) $ 1.65 Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (10 ) Business portfolio review (0.01 ) Financial systems 13 Financial systems 0.01 Transformation 2.0 total 3 Transformation 2.0 total — Fit to Serve 24 Fit to Serve 0.02 Total Transformation Strategy Costs 27 Total Transformation Strategy Costs 0.02 One-Time Payment for Int'l Regulatory Matter (1) 88 One-Time Payment for Int'l Regulatory Matter (1) 0.11 Expense for Regulatory Matter (2) 5 Expense for Regulatory Matter (2) 0.01 Non-GAAP Adjusted Operating Profit $ 2,064 Non-GAAP Adjusted Diluted Earnings Per Share $ 1.79 (1) Reflects a one-time payment for an international regulatory matter of $88 million and related interest of $6 million. (2) Reflects expense related to the settlement of a regulatory matter. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures by Segment (unaudited) Three Months Ended June 30, 2025 2024 2025 2024 2025 2024 U.S. Domestic Package Operating Expenses % Change Operating Profit % Change Operating Margin GAAP $ 13,167 $ 13,213 (0.3 )% $ 916 $ 988 (7.3 )% 6.5 % 7.0 % Adjusted for: Transformation Strategy Costs (66 ) (8 ) 66 8 0.5 % — % Non-GAAP Adjusted Measure $ 13,101 $ 13,205 (0.8 )% $ 982 $ 996 (1.4 )% 7.0 % 7.0 % 2025 2024 2025 2024 2025 2024 International Package Operating Expenses % Change Operating Profit % Change Operating Margin GAAP $ 3,813 $ 3,652 4.4 % $ 672 $ 718 (6.4 )% 15.0 % 16.4 % Adjusted for: Transformation Strategy Costs (10 ) (18 ) 10 18 0.2 % 0.4 % One-Time Int'l Regulatory Matter — (88 ) — 88 — % 2.1 % Non-GAAP Adjusted Measure $ 3,803 $ 3,546 7.2 % $ 682 $ 824 (17.2 )% 15.2 % 18.9 % 2025 2024 2025 2024 2025 2024 Supply Chain Solutions Operating Expenses % Change Operating Profit % Change Operating Margin GAAP $ 2,419 $ 3,009 (19.6 )% $ 234 $ 238 (1.7 )% 8.8 % 7.3 % Adjusted for: Transformation Strategy Costs 2 (1 ) (2 ) 1 (0.1 )% — % Gain on Divestiture 20 — (20 ) — (0.7 )% — % Expense for Regulatory Matter — (5 ) — 5 — % 0.2 % Non-GAAP Adjusted Measure $ 2,441 $ 3,003 (18.7 )% $ 212 $ 244 (13.1 )% 8.0 % 7.5 % United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Six Months Ended June 30 (amounts in millions) 2025 2025 Operating Profit (GAAP) $ 3,488 Operating Margin (GAAP) 8.2 % Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (18 ) Business portfolio review (0.1 )% Financial systems 31 Financial systems 0.1 % Transformation 2.0 total 13 Transformation 2.0 total — % Fit to Serve 28 Fit to Serve 0.1 % Network Redesign and Efficiency Reimagined 91 Network Redesign and Efficiency Reimagined 0.2 % Total Transformation Strategy Costs 132 Total Transformation Strategy Costs 0.3 % Gain on Divestiture (1) (20 ) Gain on Divestiture (1) (0.1 )% Goodwill and Asset Impairment Charges (2) 39 Goodwill and Asset Impairment Charges (2) 0.1 % Non-GAAP Adjusted Operating Profit $ 3,639 Non-GAAP Adjusted Operating Margin 8.5 % (amounts in millions) 2025 Other Income (Expense) (GAAP) $ (303 ) Goodwill and Asset Impairment Charges (2) 19 Non-GAAP Adjusted Other Income (Expense) $ (284 ) (1) Reflects a pre-tax gain of $20 million on the divestiture of a business within Supply Chain Solutions. (2) Reflects impairment charges for long-lived assets and related tax effect charges for a business within Supply Chain Solutions and the write-down of an equity investment in 2025. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Six Months Ended June 30 (amounts in millions) 2025 Income Tax Expense (GAAP) $ 715 Transformation Strategy Costs: Transformation 2.0 Business portfolio review (5 ) Financial systems 8 Transformation 2.0 total 3 Fit to Serve 6 Network Redesign and Efficiency Reimagined 22 Total Transformation Strategy Costs 31 Gain on Divestiture (1) (5 ) Goodwill and Asset Impairment Charges (2) 9 Reversal of Income Tax Valuation Allowance (3) 23 Non-GAAP Adjusted Income Tax Expense $ 773 (1) Reflects a pre-tax gain of $20 million on the divestiture of a business within Supply Chain Solutions. (2) Reflects impairment charges for long-lived assets and related tax effect charges for a business within Supply Chain Solutions and the write-down of an equity investment in 2025. (3) Reflects the partial reversal of an income tax valuation allowance. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures (unaudited) Six Months Ended June 30 (amounts in millions) 2025 2025 Net Income (GAAP) $ 2,470 Diluted Earnings Per Share (GAAP) $ 2.91 Transformation Strategy Costs: Transformation Strategy Costs: Transformation 2.0 Transformation 2.0 Business portfolio review (13 ) Business portfolio review (0.02 ) Financial systems 23 Financial systems 0.03 Transformation 2.0 total 10 Transformation 2.0 total 0.01 Fit to Serve 22 Fit to Serve 0.03 Network Redesign and Efficiency Reimagined 69 Network Redesign and Efficiency Reimagined 0.08 Total Transformation Strategy Costs 101 Total Transformation Strategy Costs 0.12 Gain on Divestiture (1) (15 ) Gain on Divestiture (1) (0.02 ) Goodwill and Asset Impairment Charges (2) 49 Goodwill and Asset Impairment Charges (2) 0.06 Reversal of Income Tax Valuation Allowance (3) (23 ) Reversal of Income Tax Valuation Allowance (3) (0.03 ) Non-GAAP Adjusted Net Income $ 2,582 Non-GAAP Adjusted Diluted Earnings Per Share $ 3.04 (1) Reflects a pre-tax gain of $20 million on the divestiture of a business within Supply Chain Solutions. (2) Reflects impairment charges for long-lived assets and related tax effect charges for a business within Supply Chain Solutions and the write-down of an equity investment in 2025. (3) Reflects the partial reversal of an income tax valuation allowance. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures by Segment (unaudited) Six Months Ended June 30 2025 2024 2025 2024 2025 2024 U.S. Domestic Package Operating Expenses % Change Operating Profit % Change Operating Margin GAAP $ 26,648 $ 26,646 — % $ 1,895 $ 1,821 4.1 % 6.6 % 6.4 % Adjusted for: Transformation Strategy Costs (98 ) (17 ) 98 17 0.4 % 0.1 % Goodwill and Asset Impairment Charges — (5 ) — 5 — % — % Non-GAAP Adjusted Measure $ 26,550 $ 26,624 (0.3 )% $ 1,993 $ 1,843 8.1 % 7.0 % 6.5 % 2025 2024 2025 2024 2025 2024 International Package Operating Expenses % Change Operating Profit % Change Operating Margin GAAP $ 7,545 $ 7,252 4.0 % $ 1,313 $ 1,374 (4.4 )% 14.8 % 15.9 % Adjusted for: Transformation Strategy Costs (23 ) (42 ) 23 42 0.3 % 0.6 % Goodwill and Asset Impairment Charges — (2 ) — 2 — % — % One-Time Int'l Regulatory Matter — (88 ) — 88 — % 1.0 % Non-GAAP Adjusted Measure $ 7,522 $ 7,120 5.6 % $ 1,336 $ 1,506 (11.3 )% 15.1 % 17.5 % 2025 2024 2025 2024 2025 2024 Supply Chain Solutions Operating Expenses % Change Operating Profit % Change Operating Margin GAAP $ 5,086 $ 6,069 (16.2 )% $ 280 $ 362 (22.7 )% 5.2 % 5.6 % Adjusted for: Transformation Strategy Costs (11 ) (14 ) 11 14 0.2 % 0.2 % Gain on Divestiture 20 — (20 ) — (0.4 )% — % Goodwill and Asset Impairment Charges (39 ) (41 ) 39 41 0.8 % 0.7 % Expense for Regulatory Matter — (45 ) — 45 — % 0.7 % Non-GAAP Adjusted Measure $ 5,056 $ 5,969 (15.3 )% $ 310 $ 462 (32.9 )% 5.8 % 7.2 % United Parcel Service, Inc. Reconciliation of Free Cash Flow (Non-GAAP measure) (unaudited): Six Months Ended June 30, (amounts in millions) 2025 Cash flows from operating activities $ 2,666 Capital expenditures (1,999 ) Proceeds from disposals of property, plant and equipment 91 Other investing activities (16 ) Free Cash Flow (Non-GAAP measure) $ 742 United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures - U.S. Domestic Cost Per Piece (unaudited) Three Months Ended June 30, 2025 2024 % Change Operating Days 64 64 Average Daily U.S. Domestic Package Volume (in thousands) 16,553 17,864 U.S. Domestic Package Cost Per Piece (GAAP) $ 12.18 $ 11.48 6.1 % Transformation Strategy Costs (0.06 ) — U.S. Domestic Package Non-GAAP Adjusted Cost Per Piece $ 12.12 $ 11.48 5.6 % Note: Cost per piece excludes expense associated with cargo and other activity. United Parcel Service, Inc. Reconciliation of GAAP and Non-GAAP Adjusted Measures - U.S. Domestic Cost Per Piece (unaudited) Six Months Ended June 30 2025 2024 % Change Operating Days 126 127 Average Daily U.S. Domestic Package Volume (in thousands) 16,991 17,969 U.S. Domestic Package Cost Per Piece (GAAP) $ 12.20 $ 11.63 4.9 % Transformation Strategy Costs (0.05 ) (0.01 ) U.S. Domestic Package Non-GAAP Adjusted Cost Per Piece $ 12.15 $ 11.62 4.6 % Note: Cost per piece excludes expense associated with cargo and other activity. View source version on Contacts UPS Media Relations: 404-828-7123 or pr@ UPS Investor Relations: 404-828-6059 (option 4) or investor@ Error al recuperar los datos Inicia sesión para acceder a tu cartera de valores Error al recuperar los datos Error al recuperar los datos Error al recuperar los datos Error al recuperar los datos
Yahoo
24-07-2025
- Business
- Yahoo
First look: Ryder makes more money in second quarter, but revenue growth is minimal
Ryder Systems (NYSE: R) made more money in the second quarter than in the corresponding three months from 2025, but revenue growth was slow. The company announced its earnings Thursday morning. Earnings per share on a GAAP basis were up 11% from a year ago, rising to $3.15/share. Comparable non-GAAP earnings were $3.32, also up 11%. Ryder, in its earnings release, attributed the increase to 'higher contractual earnings and share repurchases.' But total revenue barely budged, down slightly to $1.47 billion from $1.48 billion a year earlier. Operating revenue rose 1% to $1.29 billion. After a few quarters of low used vehicle sales, sales rebounded to 6,200. While that was down from 6,000 a year ago, sequentially it was significantly higher than the prior three quarters, when the sales were 4,700, 4,700 and 5,100, respectively. Pricers from used vehicle sales, both tractors and trucks, were down 17% from the second quarter of 2024. Ryder does not disclose an average price. Ryder's forecast for full 2025 is for revenue growth of 1%. But it also sees GAAP EPS of $12.15-$12.60. After six months, GAAP EPS stood at $5.44. The slow growth in revenue was reflected in two of the operating segments. Fleet Management Solutions, which operates Ryder's flagship rental activities, saw its total revenue drop 1%. Supply Chain Solutions, its contract logistics arm, had an increase of 2%. Dedicated Transportation, which provides dedicated trucking and transportation services, saw its revenue drop 5%. While Fleet Management had a 6% decline in earnings before income taxes, Supply Chain Solutions rose 16%. Dedicated's earnings before income taxes were up 1%. More articles by John Kingston Yet another broker liability case, this time in the Fifth Circuit, adds to the growing mix Much happened at Triumph Financial during the quarter; USPS dispute settled Supply chain software provider Manhattan Associates soars after strong revenue growth The post First look: Ryder makes more money in second quarter, but revenue growth is minimal appeared first on FreightWaves. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
National Post
16-07-2025
- Business
- National Post
Contract Packaging Association Expands Through Strategic Combination with F4SS as Food / CPG Industries Grapple with Regulatory and Market Transformations
Article content Combined organization creates industry's largest and most comprehensive manufacturer and brand platform amid rapidly evolving CPG landscape Article content HERNDON, Va. — The Contract Packaging Association (CPA) today announced its strategic inclusion of The Foundation for Supply Chain Solutions (F4SS), creating the industry's most powerful resource for food/CPG contract manufacturers and brand owners navigating an increasingly complex CPG environment marked by explosive private label growth, emerging brand proliferation, and evolving regulatory demands. Article content Combined, the two complementary organizations serve hundreds of member companies across the external manufacturing, contract packaging, and brand owner spectrum. The unified platform positions CPA as the definitive authority on external manufacturing relationships in a market projected to reach $130 billion by 2028. Article content Industry Transformation Drives Strategic Combination Article content The move comes as the food/CPG industry experiences unprecedented growth and disruption. Private labels now command 25% of total CPG sales, while emerging brands are reshaping consumer expectations, and regulatory requirements continue tightening around food safety, sustainability, and labeling. Contract manufacturers must simultaneously serve global established brands, fast-growing private label programs, and agile emerging companies—each with distinct operational demands. Article content 'The industry is evolving at breakneck speed,' said Ron Puvak, Executive Director of CPA. 'Private label growth, emerging brand innovation, and shifting consumer preferences require contract manufacturers and brands to be more strategic, more agile, and more connected than ever before. This merger creates the comprehensive platform our members need to thrive in this new reality.' Article content Enhanced Member Value Through Combined Expertise Article content The integration delivers immediate benefits by combining CPA's 30-year legacy in contract packaging with F4SS's specialized expertise in supply chain optimization: Article content Deeper Industry Intelligence: Combined membership base provides unprecedented market visibility across traditional brands, private label operations, and emerging companies Broader Network Access: Unified directory connects contract manufacturers with diverse brand decision-makers from Fortune 500 companies to startup innovators Regulatory Navigation: Enhanced resources help members adapt to evolving food safety, sustainability, and labeling requirements Innovation Acceleration: Joint initiative teams drive faster implementation of technologies needed to serve diverse client bases Article content Addressing Market Complexity Article content F4SS brings critical capabilities in managing complex brand-external manufacturer relationships, including proprietary benchmarking tools that help members optimize operations for everything from high-volume private label contracts to small-batch emerging brand partnerships. Article content 'Our combined membership base represents the full spectrum of today's CPG ecosystem,' said Michele Cerminaro, former F4SS Executive Director, now CPA's Director of Strategic Partnerships. 'This diversity adds tremendous depth and value—members gain insights from private label efficiency experts, emerging brand innovators, and traditional manufacturing leaders all under one platform.' Article content Immediate Integration Benefits Article content Current F4SS members automatically receive full CPA membership benefits, while CPA members gain access to F4SS's strategic sourcing tools and benchmarking resources. The integration will be completed by September 2025. Article content About CPA Article content The new, expanded CPA serves as the premier resource for the contract manufacturing and packaging industry, serving external manufacturers, brands, industry providers, the broader CPG ecosystem through advocacy, education, networking, and strategic research. The organization's flagship event, ENGAGE: The Contract Packaging and Manufacturing Experience, will occur February 24-26, 2026, in Las Vegas, NV. Article content Article content Article content Article content Contacts Article content Media Contacts: Article content Article content Ron Puvak, Executive Director, CPA Article content Article content Article content Article content Article content
